Abstract: With the increasing power of GenAI functions and the continuous expansion of application scenarios, the impact of GenAI on organizations is also increasing, and it has become an irresistible trend for GenAI to participate in organizational decision-making. But academic research on the adoption of GenAI's advice is incomplete. In the decision-making process of tripartite interaction among leaders, employees and GenAI, how do leaders evaluate or compare employee advice, GenAI advice and employee-GenAI team advice and adopt them? In order to explore the difference perception mechanism of leaders' adoption of employee -GenAI advice, this project mainly solves the following five problems from the perspective of social comparison theory: 1) how to define the GenAI advice-taking? 2) What are the differences of taking employee -GenAI advice in leadership? 3) What is the difference between the leadership's taking advice to the employee-GenAI team? 4) How to compare the effect of employee-GenAI advice? 5) Comparison of barriers and intervention mechanisms recommended by employee-GenAI? Five topics have been formed to carry out empirical research respectively. Finally, around the above research results, this project systematically constructs a multi-level employee-GenAI advice-taking model, which provides a new perspective and theoretical support for the theoretical development of the cross fields of management, psychology and artificial intelligence, and also provides specific practical guidance for organizations to optimize decision-making process, enhance innovation ability and reduce technology application risks in human computer collaborative decision-making.

Key words: leadership, GenAI advice, advice responses, social comparison theory, perceived difference